Introduction To Organisational Behaviour

Kelli J.
Schutte
William Jewell College
Robbins, Judge, and Vohra
Organizational Behavior
14th Edition

Copyright 2012 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Organizational
Behavior, 14e
What Is Organizational Behavior?

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Behavior, 14e
Chapter Learning Objectives
After studying this chapter you should be able to:
Demonstrate the importance of interpersonal skills in the
workplace.
Describe the managers functions, roles, and skills.
Define organizational behavior (OB).
Show the value to OB of systematic study.
Identify the major behavioral science disciplines that
contribute to OB.
Demonstrate why few absolutes apply to OB.
Identify the challenges and opportunities managers have in
applying OB concepts.
Compare the three levels of analysis in this books OB
model.

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Behavior, 14e
The Importance of Interpersonal Skills

Understanding OB helps determine manager
effectiveness
Technical and quantitative skills are important
But leadership and communication skills are CRITICAL

Organizational benefits of skilled managers
Lower turnover of quality employees
Higher quality applications for recruitment
Better financial performance

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Behavior, 14e
What Managers Do

They get things done through other people.

Management Activities:
Make decisions
Allocate resources
Direct activities of others to attain goals

Work in an organization
A consciously coordinated social unit composed of two or
more people that functions on a relatively continuous basis
to achieve a common goal or set of goals.
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Behavior, 14e
Management Functions
1-4
Behavior, 14e

Discovered ten managerial roles

Separated into three groups:
Interpersonal
Figurehead
Leader
Liaison
Informational
Monitor
Disseminator
Spokesperson
Decisional
Entrepreneuer
Disturbance Handler
Resource Allocator
Negotiator
Mintzbergs Managerial Roles
1-5
Behavior, 14e
Mintzbergs Managerial Roles: Interpersonal
1-6

Figurehead
Liaison Leader
Interpersonal Roles
See E X H I B I T 11 for details
Behavior, 14e
Mintzbergs Managerial Roles: Informational
1-7

Monitor
Disseminator Spokesperson
Informational Roles
Behavior, 14e
Mintzbergs Managerial Roles: Decisional
Decisional Roles
1-8

Entrepreneur
Disturbance handler
Resource allocator
Negotiator
Behavior, 14e
Essential Management Skills
Technical Skills
The ability to apply specialized
knowledge or expertise

Human Skills
The ability to work with, understand,
and motivate other people, both
individually and in groups

Conceptual Skills
The mental ability to analyze and
diagnose complex situations

1-9
Behavior, 14e
Luthans Study of Managerial Activities
Four types of managerial activity:
Traditional Management
Decision making, planning, and controlling
Communication
Exchanging routine information and processing paperwork
Human Resource Management
Motivating, disciplining, managing conflict, staffing, and
training
Networking
Socializing, politicking, and interacting with others
1-10
Behavior, 14e
Successful vs. Effective Allocation by Time
E X H I B I T 12
Managers who got promoted faster (were successful) did different things
than did effective managers (those who did their jobs well)
1-11
Behavior, 14e
Organizational Behavior

A field of study that investigates the
impact that individuals, groups,
and structure have on behavior
within organizations, for the
purpose of applying such
knowledge toward improving an
organizations effectiveness.

1-12
Behavior, 14e
Intuition and Systematic Study
The two are complementary means of predicting behavior.
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Behavior, 14e
An Outgrowth of Systematic Study
Evidence-Based Management (EBM)

Basing managerial decisions on the best available
scientific evidence

Must think like scientists:
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Behavior, 14e
Managers Should Use All Three Approaches

The trick is to know when to go with your gut.
Jack Welsh

Intuition is often based on inaccurate information
Faddism is prevalent in management
Systematic study can be time consuming

Use evidence as much as possible to inform your intuition
and experience. That is the promise of OB.
1-15

Behavior, 14e
Contributing Disciplines
Many behavioral sciences
have contributed to the
development of
Organizational
Behavior
1-16
Behavior, 14e
Psychology
The science that seeks to measure, explain, and
sometimes change the behavior of humans and other
animals.

Unit of Analysis:
Individual
Contributions to OB:
Learning, motivation, personality, emotions, perception
Training, leadership effectiveness, job satisfaction
Individual decision making, performance appraisal, attitude
measurement
Employee selection, work design, and work stress

1-17

Behavior, 14e
Social Psychology
An area within psychology that blends concepts from
psychology and sociology and that focuses on the
influence of people on one another.

Unit of Analysis:
Group
Behavioral change
Attitude change
Communication
Group processes
Group decision making

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Behavior, 14e
Sociology
Unit of Analysis:
-- Organizational System
Group dynamics
Work teams
Communication
Power
Conflict
Intergroup behavior

-- Group

Formal organization theory
Organizational technology
Organizational change
Organizational culture
The study of people in relation to their fellow human
beings.
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Behavior, 14e
Anthropology
Unit of Analysis:
-- Organizational System
Organizational culture
Organizational environment

-- Group

Comparative values
Comparative attitudes
Cross-cultural analysis
The study of societies to learn about human beings and
their activities.
1-20
Behavior, 14e
Few Absolutes in OB
Situational factors that make the main relationship
between two variables changee.g., the relationship
may hold for one condition but not another.
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Behavior, 14e
Challenges and Opportunities for OB
The major challenges and opportunities are:
Responding to Economic Pressures
Responding to Globalization
Managing Workforce Diversity
Some other challenges and
opportunities include:
Improving Customer Service
Improving People Skills
Stimulating Innovation and Change
Coping with Temporariness
Working in Networked Organizations
Helping Employees Balance Work-Life Conflicts
Creating a Positive Work Environment
Improving Ethical Behavior

1-22

Behavior, 14e
Responding to Economic Pressures
What do you do during
difficult economic times?
Effective management is critical
during hard economic times.
Managers need to handle
difficult activities such as firing
employees, motivating
employees to do more with less,
and working through the stress
employees feel when they are
worrying about their future.
OB focuses on issues such as
stress, decision making, and
coping during difficult times.
1-23
Behavior, 14e
Responding to Globalization
Increased foreign
assignments

Working with people from
different cultures

Overseeing movement of
jobs to countries with low-
cost labor
1-24

Behavior, 14e
Managing Workforce Diversity
The people in organizations are becoming more
heterogeneous demographically
Embracing diversity
Changing demographics
Changing management philosophy
Recognizing and responding to differences

1-25
Behavior, 14e
Developing an OB Model
A model is an abstraction of reality a simplified
representation of some real-world phenomenon.
Our OB model has three levels of analysis
Each level is constructed on the prior level
E X H I B I T 1-4
1-26

Behavior, 14e
Types of Study Variables
Independent (X)
The presumed cause of the
change in the dependent
variable (Y).
This is the variable that OB
researchers manipulate to
observe the changes in Y.

Dependent (Y)
This is the response to X (the
independent variable).
It is what the OB researchers
want to predict or explain.
The interesting variable!

1-27
Behavior, 14e
Interesting OB Dependent Variables
Productivity
Transforming inputs to outputs at lowest cost. Includes the
concepts of effectiveness (achievement of goals) and
efficiency (meeting goals at a low cost).
Absenteeism
Failure to report to work a huge cost to employers.
Turnover
Voluntary and involuntary permanent withdrawal from an
organization.
Deviant Workplace Behavior
Voluntary behavior that violates significant organizational
norms and thereby threatens the well-being of the
organization and/or any of its members.

1-28
Behavior, 14e
More Interesting OB Dependent Variables
Organizational Citizenship Behavior (OCB)
Discretionary behavior that is not part of an employees
formal job requirements, but that nevertheless promotes the
effective functioning of the organization.
Job Satisfaction
A general attitude (not a behavior) toward ones job; a
positive feeling of one's job resulting from an evaluation of
its characteristics.

1-29
Behavior, 14e
The Independent Variables
The independent variable (X) can be at any of these three
levels in this model:
Individual
Biographical characteristics, personality and emotions,
values and attitudes, ability, perception, motivation,
individual learning, and individual decision making
Group
Communication, group decision making, leadership and
trust, group structure, conflict, power and politics, and work
teams
Organization System
Organizational culture, human resource policies and
practices, and organizational structure and design
1-30

Behavior, 14e
OB Model
E X H I B I T 15
Independent
Variables (X)
Dependent
Variables (Y)
1-31

Behavior, 14e
Summary and Managerial Implications
Managers need to develop their interpersonal skills to
be effective.
OB focuses on how to improve factors that make
organizations more effective.
The best predictions of behavior are made from a
combination of systematic study and intuition.
Situational variables moderate cause-and-effect
relationships, which is why OB theories are contingent.
There are many OB challenges and opportunities for
managers today.
The textbook is based on the contingent OB model.
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Behavior, 14e
All rights reserved. No part of this publication may be reproduced,
stored in a retrieval system, or transmitted, in any form or by any
means, electronic, mechanical, photocopying, recording, or otherwise,
without the prior written permission of the publisher. Printed in the
United States of America.

Copyright 2011 Pearson Education,
Inc. Publishing as Prentice Hall
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